The Value of Innovation

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Publishers at Scrivener

Martin Scrivener (martin@scrivenerpublishing.com)

Phillip Carmical (pcarmical@scrivenerpublishing.com)

The Value of Innovation

Jack J. Phillips and Patricia Pulliam Phillips

Knowing, Proving, and Showing the

Value of Innovation and Creativity

A Step By Step Guide to Impact and ROI

Measurement

This edition first published 2018 by John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, USA

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Contents

Preface xix

Acknowledgements xxiii

About the Authors xxv

1 The Importance and Challenges of Innovation 1Innovation Hype 2

Articles 2Books 2Jobs 3Speeches 3Experience 3

The Realities of Innovation 4Innovation is Not New 4Innovation is Necessary for Survival 5Innovation is Equated with Success 5Innovation is Truly Global 6Consumers and Investors Expect Innovation 6Innovation is Often Disruptive 6Innovation is Not a Single Event 7Little Ideas Often Make a Big Difference 7Innovation Comes in Many Types and Forms 8Innovation Spans Many Different Horizons 8

Trouble in Paradise: The Misconceptions 9Misconception 1: Small Companies are More Innovative 10Misconception 2: Uncontested Markets are Good for

Innovation 10Misconception 3: Spending More on R&D Increases

Innovation 10Misconception 4: Companies Need More Radical

Innovation 10Misconception 5: Open Innovation Turbocharges R&D 11Misconception 6: R&D Needs to be More Relevant 11

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Misconception 7: Wall Street Rewards Innovation 11Innovation Challenges 12

Innovation is Expensive 12Managing Innovation is Difficult 13An Innovation Culture is Necessary for Success 13Innovation Requires Many Personas 14Innovation Success Rates Need to Improve 16The Value of Innovation is Unclear 16

Final Thoughts 17

2 Status and Concerns about Innovation Measurement 19Innovation: Definition, Models, and Measures 20Sources of Innovation 21Measurement Shifts 23

Measurement Shifts are Common 23Value Perception. 24The Search for Money 24Hoping, Knowing, Proving, and Showing Value 25Innovation is Systematic 25

Macro View of Measurement 27Industry Level Measures 29Company Level 30Concerns about Company Level Measures 30

Micro View of Measurement 32Final Thoughts 34

3 The Case for a New System 35Innovation: A Cost or an Investment? 36The Value of Innovation: A Summary 38

Intangibles and the Fear of not Investing 38Relationship Between Variables 39ROI Studies 41

Types of Data 41Inputs 41Reaction and Planned Action 42Learning 43Application and Implementation 43Impact 44Return on Investment 44

How Does Your Current System Stack Up? 45Focus of Use 45Standards 47

Contents vii

Types of Data 47Dynamic Adjustments 47Connectivity 48Approach 48Conservative Nature 48Simplicity 48Theoretical Foundation 49Acceptance 49

Using Design Thinking to Deliver and Measure Results 49Start with Why: Aligning Projects with the Business 50Make it Feasible: Selecting the Right Solution 51Expect Success: Designing for Results 52Make it Matter: Designing for Input, Reaction,

and Learning 52Make it Stick: Designing for Application and Impact 53Make it Credible: Measuring Results and Calculating ROI 53Tell the Story. Communicating Results to Key Stakeholders 54Optimize the Results: Using Black Box Thinking to

Increase Funding 54Requirements for the Value of Innovation:

A Measurement Process 55ROI Measurement Methodology 56Terminology: Projects, Solutions, Participants . . . 57Final Thoughts 57

4 Introducing the ROI Methodology 59The ROI Methodology 60Types of Data 60The Initial Analysis 63The ROI Process Model 65

Planning the Evaluation 66Evaluation Purpose 66Feasibility 67Data Collection Plan 68ROI Analysis Plan 68Project Plan 71

Collecting Data 71Isolating the Effects of the Project 72Converting Data to Monetary Values 72Identifying Intangible Benefits 73Tabulating Project Costs 74

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Calculating the Return on Investment 74Reporting 75

Operating Standards and Philosophy 75Implementing and Sustaining the Process 76Benefits of This Approach 76

Aligning with Business 77Validating the Value Proposition 77Improving Processes 77Enhancing the Image and Building Respect 78Improving Support 78Justifying or Enhancing Budgets 78Building a Partnership with Key Executives 79Earning a Seat at the Table 79Final Thoughts 79

5 Aligning Innovation Projects to the Organization 81Creating Business Alignment 83

The Purpose of Alignment 83Disciplined Analysis 84

Determining the Potential Payoff 86Obvious Versus not-so-obvious Payoff 87The Cost of a Problem 89The Value of an Opportunity 90To Forecast or not to Forecast? 90

Determining Business Needs 90The Opportunity 91Hard Data Measures 91Soft Data Measures 92Tangible versus Intangible Benefits: A Better Approach 93Impact Data Sources 94

Determining Performance Needs 95Analysis Techniques 95A Sensible Approach 95

Determining Learning Needs 96Determining Preference Needs 97Case Study: Southeast Corridor Bank 98

Payoff Needs 98Business Needs 99Performance Needs 99The Solution 100Learning Needs 101Preference Needs 102

Contents ix

Developing Objectives for Innovation Projects 102Reaction Objectives 102Learning Objectives 103Application and Implementation Objectives 103Impact Objectives 104ROI Objectives 105

Final Thoughts 106

6 Collecting Data Along Chain of Impact with a Toolbox of Methods 107Questionnaires and Surveys 109

Types of Questions and Statements 109Design Issues 110A Detailed Example 111Improving the Response Rate for Questionnaires

and Surveys 113Using Interviews 120

Types of Interviews 121Interview Guidelines 121

Using Focus Groups 122Applications for Evaluation 122Guidelines 123

Measuring with Tests 124Measuring with Simulation 124

Task Simulation 124Role-Playing/Skill Practice 125

Using Observation 125Guidelines for Effective Observation 125Observation Methods 127

Using Action Plans 128Using Action Plans Successfully 129Advantages/Disadvantages of Action Plans 132Using Performance Contracts 133

Monitoring Business Performance Data 134Existing Measures 134Developing New Measures 135

Selecting the Appropriate Method for Each Level 135Type of Data 135Participants’ Time for Data Input 136Manager Time for Data Input 136Cost of Method 137Disruption of Normal Work Activities 137

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Accuracy of Method 137Utility of an Additional Method 137Cultural Bias for Data Collection Method 138

Final Thoughts 138

7 Measuring Reaction and Perceived Value 139Why Measure Reaction and Perceived Value? 140

Customer Satisfaction 141Immediate Adjustments 141Predictive Capability 141Important but not Exclusive 142

Sources of Data 143Participants 143Participant Managers 143Other Team Members 143Internal or External Customers 144Project Leaders and Team Members 144Sponsors and Senior Managers 144Records and Previous Studies 144

Areas of Feedback 145Data Collection Timing 146Data Collection Methods 146

Questionnaires and Surveys 146Interviews 147Focus Groups 147

Using Reaction Data 147Final Thoughts 148

8 Measuring Learning 149Why Measure Learning and Confidence? 150

The Importance of Intellectual Capital 151The Learning Organization 152The Compliance Issue 152The Use and Development of Competencies 152The Role of Learning in Innovation Projects 153

The Challenges and Benefits of Measuring Learning 153Challenges 154The Benefits of Measuring Learning 154

Measurement Issues 155Project Objectives 155Typical Measures 155Timing 156

Contents xi

Data Collection Methods 157Questionnaires and Surveys 157Performance Tests 157Technology and Task Simulations 158Case Studies 159Role-Playing and Skill Practice 159Informal Assessments 159

Administrative Issues 160Reliability and Validity 160Consistency 161Pilot Testing 161Scoring and Reporting 161

Using Learning Data 162Final Thoughts 162

9 Measuring Application and Implementation 163Why Measure Application and Implementation? 165

Information Value 165Project Focus 166Problems and Opportunities 166Reward Effectiveness 167

Challenges 167Linking with Learning 168Building Data Collection into the Project 168Ensuring a Sufficient Amount of Data 168Addressing Application Needs at the Outset 169

Measurement Issues 169Methods 169Objectives 170Areas of Coverage 170Data Sources 170Timing 170Responsibilities 171

Data Collection Methods 171Using Questionnaires to Measure Application and

Implementation 172Using Interviews, Focus Groups, and Observation 172Using Action Plans 172

Barriers to Application 174Application Data Use 174Final Thoughts 175

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10 Measuring Impact 177Why Measure Business Impact? 178

Higher-Level Data 178A Business Driver for Projects 179“The Money” for Sponsors 179Easy to Measure 180

Collecting Effective Impact Measures 180Data Categories 180Metric Fundamentals 181Identifying Specific Measures Linked to Projects 182

Business Performance Data Monitoring 183Identify Appropriate Measures 184Convert Current Measures to Usable Ones 184Develop New Measures 184

Data Collection Methods 185Using Action Plans to Develop Business Impact Data 185Using Performance Contracts to Measure

Business Impact 187Using Questionnaires to Collect Business

Impact Measures 189Measuring the Hard to Measure 190

Everything Can Be Measured 190Perceptions are Important 191Every Measure Can Be Converted to Money,

but not Every Measure Should Be 191Special Emphasis on Intangibles 192

Final Thoughts 192

11 Isolating the Effects of Innovation 193Why the Concern over this Issue? 196

Reality 196Myths 196

Preliminary Issues 198Chain of Impact 198Identify other Factors: A First Step 199

Isolation Methods 200Control Groups 200Trend Line Analysis 203Mathematical Modeling 205Estimates 206

Participants’ Estimate of Impact 206

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Manager’s Estimate of Impact 209Customer Estimates of Project Impact 209Internal or External Expert Estimates 210Estimate Credibility: The Wisdom of Crowds 210

Calculate the Impact of other Factors 212Select the Technique 213

Final Thoughts 214

12 Converting Data to Money 215Why Convert Data to Monetary Values? 217

Value Equals Money 217Impact is More Understandable 217Converting to Monetary Values is Similar to Budgeting 218Monetary Value is Vital to Organizational Operations 218Monetary Values are Necessary to Understand

Problems and Cost Data 219Key Steps in Converting Data to Money 219

Standard Monetary Values 222Converting output Data to Money 222Calculating the Cost of Quality 223Converting Employee Time Using Compensation 227Finding Standard Values 228

When Standard Values are not Available 229Using Historical Costs from Records 229

Time 229Availability 230Access 230Accuracy 230

Using Input from Experts 230Using Values from External Databases 231Linking with other Measures 232Using Estimates from Participants 233Using Estimates from the Management Team 233Using Project Staff Estimates 234

Technique Selection and Finalizing Value 234Choose a Technique Appropriate for the Type of Data 235Move from Most Accurate to Least Accurate 235Consider Source Availability 235 Use the Source with the Broadest Perspective on the Issue 236Use Multiple Techniques When Feasible 236Apply the Credibility Test 236

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Consider the Possibility of Management Adjustment 238Consider the Short-Term/Long-Term Issue 238Consider an Adjustment for the Time Value of Money 239

Final Thoughts 239

13 Addressing Intangibles 241Why Intangibles are Important 244

Intangibles are the Invisible Advantage 244We are Entering the Intangible Economy 245More Intangibles are Converted to Tangibles 245Intangibles Drive Innovation Projects 246The Magnitude of the Investment 246

Measuring and Analyzing Intangibles 246Measuring the Intangibles 247Converting to Money 249Identifying and Collecting Intangibles 251Analyzing Intangibles 252

Final Thoughts 253

14 Measuring ROI 255Why Monitor Costs and Measure ROI? 258Fundamental Cost Issues 259

Fully Loaded Costs 259Costs Reported without Benefits 260Develop and Use Cost Guidelines 261Sources of Costs 262Prorated versus Direct Costs 262Employee Benefits Factor 263

Specific Costs to Include 263Initial Analysis and Assessment 264Development of Project Solutions 264Acquisition Costs 264Implementation Costs 264Maintenance and Monitoring 265Support and Overhead 265Evaluation and Reporting 265

The ROI Calculation 265Benefits/Costs Ratio 266ROI Formula 267ROI Objective 269

Other ROI Measures 270Payback Period (Breakeven Analysis) 270

Contents xv

Discounted Cash Flow 271Internal Rate of Return 271

Final Thoughts 272

15 Forecasting Value, Including ROI 273Why Forecast ROI? 278

Expensive Projects 279High Risks and Uncertainty 279Postproject Comparison 279Compliance 280The Trade-offs of Forecasting 280

Preproject ROI Forecasting 282Basic Model 282Basic Steps to Forecast ROI 283Sources of Expert Input 287Securing Input 287Conversion to Money 288Estimate Project Costs 288Case Study 289

Forecasting with a Pilot Program 293Forecasting with Reaction Data 293

Case Study: Forecasting ROI from Reaction Data 294Use of the Data 295

Forecasting Guidelines 296Final Thoughts 299

16 Reporting Results 301The Importance of Communicating Results? 303

Communication is Necessary to Make Improvements 303Communication is Necessary to Explain the

Contribution 303Communication is a Politically Sensitive Issue 304Different Audiences Need Different Information 304

Principles of Communicating Results 304Communication Must Be Timely 305Communication Should Be Targeted to

Specific Audiences 305Media Should Be Carefully Selected 305Communication Should Be Unbiased and

Modest in Tone 305Communication Must Be Consistent 306Make the Message Clear 306

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Testimonials Must Come from Respected Individuals 306The Audience’s Bias of the Project Will Influence the

Communication Strategy 306Storytelling is Essential 307

The Process for Communicating Results 307The Need for Communication 308The Communication Plan 309The Audience for Communications 309

Basis for Selecting the Audience 311Information Development: The Impact Study 312Media Selection 312

Meetings 312Interim and Progress Reports 314Routine Communication Tools 315E-mail and Electronic Media 316Project Brochures and Pamphlets 316Case Studies 316

Delivering the Message 316Routine Feedback on Project Progress 317Storytelling 319Presentation of Results to Senior Management 320

Reactions to Communication 322Final Thoughts 322

17 Implementing and Sustaining ROI 323Why is this Important? 324

Resistance is Always Present 326Implementation is the Key to Success 326Consistency is Needed 326Efficiency 326Value is Maximized 326

Implementing the Process: Overcoming Resistance 327Review Current Results 328Developing Roles and Responsibilities 328

Identifying a Champion 329Developing the ROI Leader 329Establishing a Task Force 329Assigning Responsibilities 330

Establishing Goals and Plans 331Setting Evaluation Targets 331Developing a Plan for Implementation 332

Contents xvii

Revising or Developing Policies and Guidelines 332Preparing the Project Team 334

Involving the Project Team 334Using ROI as a Learning and Project Improvement Tool 334Teaching the Team 334

Initiating ROI Studies 335Selecting the Initial Project 335

Developing the Planning Documents 335Reporting Progress 336Establishing Discussion Groups 336

Preparing the Sponsors and Management Team 336Removing Obstacles 337

Dispelling Myths 337Delivering Bad News 338Using the Data 338

Monitoring Progress 339Final Thoughts 340

References 343

Index 351

Preface

Innovation is everywhere, in every direction we look, in every type of orga-nization, and in almost every part of the world. Leaders are obsessed with innovation, politicians cheer innovation and desire more of it, consumers demand innovation, investors reward innovation, and media coverage of innovation is relentless.

This visibility and popularity translates into billions of dollars being pumped into all types of innovation efforts. Visibility brings out the crit-ics who expose glitches and concerns. Lack of success and high failure rates bring out even more critics. All of this creates the need to show more results.

Innovation Meets the ROI Methodology

For almost two decades, we have had individuals involved in innovation attend an ROI Certification program which involves a week of compre-hensive learning. In this process, the participants enter the program with a project in mind that they would like to evaluate at the impact and ROI level. They learn how to do conduct an ROI evaluation in this process, and they pursue the work with virtual support until they complete their project. At the end of this process, the participants obtain the designa-tion of Certified ROI Professional (CRP). With some prompting from our international partners about ten years ago, we hosted a dedicated group of individuals who were just involved in innovation, and had them pursue the certification. We conducted sessions in Copenhagen, Denmark, and Istanbul, Turkey. In these two situations, the results were amazing. The participants tackled all types of innovation projects, followed through to measure the success of their projects along the way, and developed amaz-ing confidence to use this tool. Interest continued and we began to conduct studies globally with companies, governments, NGOs, nonprofits, and uni-versities. As we continued to work, applying this process to innovation, we knew there was a need and a market.

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The Need for This Book

When we write a book, we make sure there is not a current book already meeting the need. Writing a book that has already been written is not good for the publisher, and it’s not good for us. As we examined potential compet-ing books, we saw nothing that matched the approach and credibility of the ROI Methodology. We have a process that has become the most-used evalu-ation system in the world. It is built around three pillars: 1) It is user-friendly, not overly complicated or complex; 2) It is based on sound principles, using an enhanced logic model, and is very reliable and valid from a research per-spective; 3) Finally, it is CEO- and CFO-friendly, producing data that passes the scrutiny of the CFO and provides data that top executives can support.

This book uses a results-based approach to innovation implementation, focusing on a variety of measures that are categorized into six data types:

Reaction and Perceived Value of InnovationLearning and Confidence to Know How to Make Innovation WorkApplication and Implementation to Make Innovation WorkImpact, the Consequences of the InnovationReturn on Investment in the Innovation ProjectIntangibles Linked to the Innovation Project

Connected to it is a step-by-step process for identifying, collecting, ana-lyzing, and reporting all six types of data in a consistent manner that leads to credible results.

Credibility is Key

The Value of Innovation focuses on building a credible process—one that will generate a balanced set of data that are believable, realistic, and accurate, particularly from the viewpoint of sponsors and key stakehold-ers. More specifically, the methodology presented in this book approaches credibility head-on through the use of

Balanced categories of dataA logical, systematic processGuiding principles, a conservative set of standardsA proven methodology based on thousands of usersAn emphasis on implementing the methodology within an organization to ensure that the process is sustained

Preface xxi

A procedure accepted by sponsors, clients, and others who fund projects

The book explores the challenges of measuring the hard-to-measure and placing monetary values on the hard-to-value. It is a reference that clarifies much of the mystery surrounding the allocation of monetary val-ues. Building on a tremendous amount of experience, application, practice, and research, the book draws on the work of many individuals and organi-zations, particularly those who have attained the ultimate levels of account-ability using the ROI methodology. Developed in an easy-to-read format and fortified with examples and tips, this is an indispensable guide for audiences who seek to understand more about bottom-line accountability.

Audience

The primary audience for this book are the managers of innovation proj-ects in an organization. These managers are concerned with the valuation of innovation projects, programs, processes, and people. Although they are strongly committed to their projects, they need to see value in terms execu-tives can appreciate and understand—money.

This book is also intended for professionals, analysts, and practitioners who are responsible for implementing and evaluating the success of inno-vation projects. The book shows how the various types of data are col-lected, processed, analyzed, and reported.

Another audience includes consultants, researchers, and professors who are dedicated to unraveling the value mystery, trying to understand more about the difficult and demanding challenges of developing measures and values for a variety of innovation programs.

Types of Innovation Projects

The good news is the ROI Methodology will show the value of all types of projects, including the ten types of innovation as outlined by Keeley.1 In his beautifully illustrated book, the ten types of innovation are projects that:

1. Are designed to make money2. Connect with others to create value3. Organize and align talent and assets4. Are signature or superior methods to do work5. Develop distinguishing features and personality

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6. Create complementary products and services7. Support and amplify the value of your offerings8. Deliver your offerings to customers and users9. Represent your offerings and businesses

10. Foster compelling interactions

Regardless of what type of innovation, whether it is internal, working with employees, an R&D Center where new products are developed, or the breakthrough innovation that is the basis of the company, this methodol-ogy will show how to know, prove, and show the value of innovation.

Flow of the Book

The Value of Innovation flows through three sections. The first section, involving three chapters, sets the stage for the book by reviewing the importance of innovation along with some of the major challenges in the field in the first chapter. Then, the current metrics involved in innovation and the shortcomings in those areas are discussed in the second chapter. Finally, chapter three outlines the necessary requirements for a measure-ment system for innovation, and introduces the ROI Methodology, which meets those requirements.

This sets the stage for the second section, the major part of the book, built around the ROI Methodology. This section involves thirteen chap-ters, detailing all parts of the process with examples, scenarios, and stories. Finally, the last chapter focuses on how to make this process work routinely and sustain it over a long period of time.

We are convinced that you will find this a valuable book. If not, we will be happy to refund your money. If you purchase this book and it doesn’t add value to your innovation efforts, please drop us a note. Keep the book, and we will send you a refund. We have confidence in this book. We know this methodology has helped many others, and it will help you with your evaluation of innovation. Please enjoy.

Jack J. Phillips, Ph.D.Patti P. Phillips, Ph.D.

Birmingham, AL - November 2017

Reference

1. Keely, Larry, Ryan Pikkel, Brian Quinn, and Helen Walters. Ten Types of Innovation:

The Discipline of Building Breakthroughs. Hoboken, NJ: Wiley, 2013.

Acknowledgements

This book had its beginnings over a decade ago when we conducted our five-day ROI Certification workshop for two groups, one in Copenhagen and the other in Istanbul. The participants in both groups were individuals involved with innovation projects, and they wanted to show the return on investment for those projects. They used the ROI Methodology and com-pleted their projects to obtain the designation of Certified ROI Professional (CRP). From that point, we worked with hundreds of other organizations in innovation, including nonprofits, NGOs, and governments. This work clearly revealed that this methodology applies extremely well in the inno-vation and creativity space. We owe a debt of gratitude to those early adopt-ers of this process in our work with innovation, spanning all continents.

We want to thank our editor and publisher, Phil Carmical for his patience with the delivery of this book. We’ve worked with Phil for many years, and we are pleased to deliver another book to him at Scrivener, a Wiley Imprint. We also want to thank Hope Nicholas, director of publica-tions at ROI Institute. Hope manages our publications and editorial proj-ects and has done a marvelous job with this book in the midst of hectic schedules, numerous deadlines, and countless interruptions. Thank you, Hope, for another great job. We also want to thank Kylie McLeod, our Communications Coordinator, for putting the finishing touches on the book. Thanks Kylie for a job well done.

Jack would like to thank Patti. Patti is an outstanding consultant, top-notch facilitator, meticulous researcher, and above all, an outstanding writer. She makes our books and our work much more effective and enjoy-able. Her books win awards, and her workshops have the highest rating. More important, she is an enthusiastic, creative, and lovely spouse.

Patti would like to thank Jack for putting ROI on the map in terms of its applicability to noncapital investments. Jack laid the foundation on which so many others have built their measurement, evaluation, and analytics practices. Over the years, he has given much more than he has received – and for that, we are all thankful!

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About the Authors

Jack J. Phillips, PhD, is a world-renowned expert on accountability, mea-surement and evaluation, and chairman of ROI Institute. Through the Institute, Phillips provides consulting services for Fortune 500 companies and workshops for major conference providers throughout the world. Phillips is also the author or editor of more than 100 books and more than 300 articles.

His expertise in measurement and evaluation is based on more than 27 years of corporate experience in five industries (aerospace, textiles, metals, construction materials, and banking). Phillips has served as training and development manager at two Fortune 500 firms, senior HR officer at two firms, as president of a regional federal savings bank, and management professor at a major state university.

Jack has received several awards for his books and work. On three occasions, Meeting News named him one of the 25 Most Powerful People in the Meetings and Events Industry, based on his work on ROI. The Society for Human Resource Management presented him an award for one of his books and honored a Phillips ROI study with its highest award for creativity. The Association for Talent Development gave him its highest award, Distinguished Contribution to Workplace Learning and Development for his work on ROI. His work has been featured in the

xxvi About the Authors

Wall Street Journal, BusinessWeek, and Fortune magazine. He has been interviewed by several television programs, including CNN. Jack served as President of the International Society for Performance Improvement for 2012–2013. In 2017, Jack received the Brand Personality Award from Asia Pacific Brands Foundation for his work as an international consul-tant, author, teacher, and speaker.

Jack has undergraduate degrees in electrical engineering, physics, and mathematics; a master’s degree in decision sciences from Georgia State University; and a PhD in human resource management from the University of Alabama. He has served on the boards of several private businesses – including two NASDAQ companies – and several nonprofits and associa-tions, including the Association for Talent Development and the National Management Association. He is chairman of ROI Institute, Inc., and can be reached at (205) 678-8101, or by e-mail at jack@roiinstitute.net.

About the Authors xxvii

Patti P. Phillips, PhD is president and CEO of ROI Institute, Inc., the leading source of ROI competency building, implementation support, networking, and research. She helps organizations implement the ROI Methodology in over 60 countries. Patti serves as chair of the People Analytics Board at the Institute for Corporate Productivity, Principal Research Fellow for The Conference Board, board chair of the Center for Talent Reporting, and ATD CPLP Certification Institute Fellow. Patti also serves as faculty on the UN System Staff College in Turin, Italy, the Escuela Bancaria y Comercia in Mexico City, Mexico, and The University of Southern Mississippi’s PhD in Human Capital Development program. Her work has been featured on CNBC, EuroNews, and over a dozen business journals.

Patti’s academic background includes a B.S. in Education from Auburn University, a Masters in Public and Private Management from Birmingham-Southern College, and PhD in International Development from The University of Southern Mississippi.

She facilitates workshops, speaks at conferences, and consults with orga-nizations worldwide. Patti is author, coauthor, or editor of over 75 books and dozens of articles on the topic of measurement, evaluation, and ROI. Patti can be reached at patti@roiinstitute.net.